Monthly Archives: January 2016

DECISION MAKING INSIGHTS

DECISION MAKING INSIGHTS

 leadership+2010

Optimal decision-making depends on a complex interaction between environmental forces, quality of thinking applied, best use of expertise, desired outcomes and a strong awareness and response to drag and enabling factors.

Whilst higher value outcomes are more likely to be generated from reliance on high quality qualitative and quantitative data there is no guarantee of data perfection over time.

Furthermore, how data is generated and used depends on the expertise, assumptions and awareness used to synthesise and translate findings into short and longer-term actions (tactics and strategy)

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EXTERNAL FACTORS – predicted and unpredicted

Political landscape

Economic issues

Sociological changes

Technological change

Legal impacts

Environmental issues

Competitive landscape  : current and transformational

 

Drag factors

SAM_1835

  • Unwarranted internal political interference /power plays/fiefdoms
  • The impact of PESTLE factors if not considered carefully
  • Poor competitor intelligence – known and unknown moves and plans
  • New entrants/ sudden shocks to the market
  • Lack of appropriate expertise to assemble, disseminate and translate data
  • Lack of agility and implementation expertise
  • Lack of cultural aims and dissemination throughout the organisation
  • Lack of continuous learning, creativity and innovation
  • Lack of stakeholder interaction and understanding
  • Lack of risk awareness
  • Poor ethical /moral stance

 

 Enabling factors 

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  • Best expertise in place with a mandate to act
  • Agile leadership and implementation
  • Organisation design to deliver
  • Optimal Stakeholder understanding and interaction
  • Critical and sensitive awareness/ response to PESTLE factors and competitor intent plus potential new entrants /market shocks
  • A culture based on the ability to learn, evolve, be creative and reinvent
  • A balance between evidence and intuition
  • Risk awareness and governance
  • Commercial and Market astuteness with value creation aims

 

 

SUMMARY – what makes it all work?

39519-treephilosophy 

  • Being well informed – excellent external and internal intelligence and feedback systems
  • Being well organized- to deliver through culture, people, processes and systems
  • Being agile, adaptable, creative and evolutionary – to embrace and lead on change
  • Being in control of the commercial context – to enable best returns and future investment

 

MODEL decision 

 

 

 

 

 

 

 

 

 

Drag factors

 

  • Unwarranted internal political interference /power plays/fiefdoms
  • The impact of PESTLE factors if not considered carefully
  • Poor competitor intelligence – known and unknown moves and plans
  • New entrants/ sudden shocks to the market
  • Lack of appropriate expertise to assemble, disseminate and translate data
  • Lack of agility and implementation expertise
  • Lack of cultural aims and dissemination throughout the organisation
  • Lack of continuous learning, creativity and innovation
  • Lack of stakeholder interaction and understanding
  • Lack of risk awareness
  • Poor ethical stance

 

 

Enabling factors

 

  • Best expertise in place with a mandate to act
  • Agile leadership and implementation
  • Organisation design to deliver
  • Optimal Stakeholder understanding and interaction
  • Critical and sensitive awareness/ response to PESTLE factors and competitor intent plus potential new entrants /market shocks
  • A culture based on the ability to learn, evolve, be creative and reinvent
  • A balance between evidence and intuition
  • Risk awareness and governance
  • Commercial and Market astuteness with value creation aims

 

 

SUMMARY – what makes it all work?

 

  • Being well informed and sensitised to the environment – excellent external and internal intelligence and feedback systems
  • Being well organised and ethical  to deliver through culture, people, processes and systems
  • Being agile, adaptable, creative and evolutionary – to embrace and lead on change
  • Being in control of the commercial context – to enable best returns and future investment